Chief Data Officer Profile
The CDO is responsible for the PSC Data Management Strategy and for driving the cultural change needed to manage data as a corporate asset.
The CDOs main goal is to ensure consistency in data quality, methodology and interpretation with respect to the integrity of the overall public service staffing system. The CDO is accountable to the President and works closely with Data Stewards, theCIO/IMSO, ATIP Office, Legal Services and subject matter experts . The CDO function is at the enterprise level and is located outside of the Information Technology Services Directorate .
The responsibilities of the CDO include:
What Is A Data Governance Team
A data governance team is made up of people from throughout an organization who carry out responsibilities specific to their role within a data governance plan. A data governance plan prioritizes the data governance policies that dictate how users collect, process, disperse, integrate, store, use, and delete data in the business processes of that organization.
Your data governance team should understand why a data subject-centric focus is essential for your data governance plan to both stay ahead of data privacy regulation and respond organically to business growth.
Why Do We Need Data Governance
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Learn More About Data Governance
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NIST Data Privacy Framework: A Quick and Easy Introduction to the NIST Framework At the beginning of 2020, the National Institute of Standards and Technology published a set of guidelines that will help enterprises adapt to today’s landscape of increasingly demanding data privacy requirements. Read about the background to the new framework and learn all the key concepts.
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Governance, Risk and Compliance: Getting it Right
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Data Governance Policy: 4 Foundational Policies
Governance Stewardship And Quality Roles And Responsibilities
Who does what in a Data Governance program? The answer is largely dependent on the focus and scope of your program. Most programs organize for success, however, using a typical three-part archetype that includes Data Governance Authorities, a support group such as a Data Governance Office, and individual contributors embedded within other functions.
Data Governance Authorities
Somewhere in the organization, one or more groups are authorized to make rules and key decisions. This group of individuals typically represents a cross-section of stakeholder groups. Together, they define a set of rules in the form of policies, standards, requirements, guidelines, or data definitions.
This group of rule-makers may go by several names: a Data Governance Board, a Data Stewardship Council, etc. They may be self-organizing, or they may be called together by another body such as a Data Governance Office .
The Data Governance Office
DGOs usually coordinate and facilitate efforts. Sometimes they do the work of analyzing and packaging up issues, so Data Governance Authorities can make decisions. Usually a DGO includes roles that conduct communications and serve as liaisons to technology and architecture teams. A member of the DGO will typically keep records of data stewards and other program participants.
Embedded Data Governance, Stewardship, and Data Quality Workers
- Adhere to data policies and standards.
- Validate key data with the customer during each phone interaction
Proactive measures
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Understanding The Value Of Data
Often there is a lack of clarity on ownership, access, management, and usage, which means that data is stored in systems that may not be accurate. This can result in issues of ROT and general mismanagement, which has an adverse compound effect. Technology investments wont improve the quality and value of present data as data cannot govern itself and must be adequately understood for effective utilization.
Define The Charter And List Of Services Clearly
Your council’s charter and list of services should be clear and unambiguous. The charter should be specific purpose statements rather than generalities. For example, a good charter statement is “to improve the quality of data on the registration system.” This is a specific purpose, whereas “to ensure all data are correct” is not specific, as it leaves many things open to interpretation. The list of services should be clearly spelled out in the charter. In addition, the charter should be written in simple language for easy understanding by all participants without any special knowledge about data governance or IT. It is imperative that you use plain English to describe each initiative so that you will have meaningful buy-in from all stakeholders.
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Putting Together A High
From small shops to Fortune 500s, there is one common component that improves a businesss ability to fully utilize high-quality data across an organization: a focus on data governance. The ultimate success of data governance initiatives falls to the team responsible for creating, implementing and updating data governance policies and procedures and marketing their benefits to the enterprise.
The size of a business should never be a determining factor for treating data as an enterprise asset. From a two-person shop to a staff of 20,000, all businesses need to ensure the quality, security and consistency of their data stores. The only difference should be the size of the team responsible for ensuring effective data governance across the organization.
Who Serves On The Data Governance Committee
A diverse committee membership is foundational to the success of the committee, to ensure a cross-section of viewpoints and the authority by which to make and enact decisions and policy.
The group should consist of:
- Executive Counsel. Participation by executive leadership provides valuable insight regarding the institutions strategic direction and assists with buy-in related to committee decisions.
- Information Technology. In order to ensure committee decisions complement and integrate with strategic technology priorities, IT must be involved early in business process decisions to prevent subsequent potential conflicts, especially on larger projects. Depending on the organizations structure, this membership may involve Central IT or Development IT.
- Subject Matter Experts and Stakeholders . Acting as the core membership of the committee, these individuals are the most knowledgeable and most impacted by data governance decisions. Having a cross-section of experts and stakeholders ensures buy-in to the decision and prioritization process as well as decision-making informed by a comprehensive perspective on data.
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Planning And Acquiring The Budget
Supporting data governance seems to always be a challenge. Starting a data governance operations process requires specifying the operating model. Creating a data governance capability can be perceived as creating new layers and groups within the organization and senior management should be rightfully concerned about any effort that may add cost and complexity. These concerns coupled with the abstractness of describing what data governance does and why something different is needed make planning and acquiring the budget more difficult.
We can break the budget conversation into two parts: Ramping and Ongoing. Ramping refers to the initial budget planning and requests, while Ongoing refers to the ongoing budget cycle. Budgeting may be complex at your company if certain technology items are allocated to different groups, eg, if applications used in data governance process are budgeted under the data governance budget or the IT group.
Ramping
At the start of the Ramping phase, we see the budget requests focused and learned. Budget items typically include:
A Data Governance Council Can Be The Key To Your Enterprise Data Strategy But It Takes Time And Energy To Create One Effectively
A data governance council can be the key to your enterprise data strategy, but it takes time and energy to create one effectively. Here are some steps to help you plan.
- Identify what your current problems are and how a council could solve them
- Organize a group of people who will be affected by the changes
- Talk about what their responsibilities will be and what they will get out of it
- Pick someone from that group who is technically skilled to lead the team
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What Is Data Governance And Why Is It Important To Your Business
Im a fan of getting things done quickly. I walk fast, I talk fast, I drive fast.
But Ill freely admit that doing something fast isnt always the best way.
In fact, there are quite a few things out there that are best done carefully and methodically, if you want the best results.
Crossing the street, for example. Even though I walk quickly, I always stop to look both ways first. Given my high level of impatience, imagine how much faster I could get where Im going if I didnt have to check for cars every time.
But the fact of the matter isdanger is out there cars are on the road. And if one hits me, I wont get where Im going at all, no matter how fast I was walking.
The same applies to your business.
You could get so much more done if you didnt have to follow lots of rules and regulations on how you handle your data.
Employees could access data from anywhere. They could share client data between teams in whatever way got the job done fastest. Your tech team could focus on important projects without having to worry about backing up your data.
But danger lurks in the business world, too. Cyber criminals are out there. They want your data. And their techniques for acquiring it are getting more advanced and more harmful.
So how do you protect your business from the dangers of a world that grows more closely connected all the time?
Lay down ground rules for what your employees can and cant do with your companys data.
In other words, you step up your data governance game.
What Is Data Governance And Why Is It Important
Did you know: The worlds data volume will grow at a staggering 40% per year? Thats according to the Aureus Analytics report that projects growth trends from 2021-2026. As far back as the early 2000s, enterprises recognized data as a strategic asset of the company to guide strategic decision-making, promote experimentation to learn and improve, and deliver better business results.
But after public data breaches jolted well-known brands like Facebook and Yahoo, data security has become a top priority for enterprises. This led to the demand for regulatory data governance.
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The Data Governance Board
At the middle level in the Data Governance Pyramid is the Data Governance Board. The board members tend to be the primary decision-makers, acting on recommendations from the Data Stewardship Council. If a line of business has its own Chief Data Officer , these individuals may represent the line of business on the Data Governance Board.
The Data Governance Board makes decisions about changing data usage, making data quality improvements, and making decisions that require resources to be expended to make a change or remediate an issue or impact. To be more specific, Data Governors prioritize issues to be remediated and assign resources to work on remediating high-priority issues.
However, it is rare indeed that all the recommendations made by the Business Data Stewards get escalated to the Data Governors for a decision as that would simply not be practical. In the case of business functionbased Data Stewardship, metadata decisions such as definitions, derivation rules, and data quality requirements are determined by the Business Data Steward with input from stakeholders as needed. For example, though the Sales business function may own a specific business data element and set the data quality requirements, Finance may need to have a say in the required quality because the element is used in a report. Only if the stakeholder Business Data Stewards cant agree on the quality requirements would this get escalated to the Data Governors.
The Data Governance Board:
Enabling The Psc To Speak With One Voice
- Work with data stewards to ensure sufficient consistency in data quality to allow for the correct usage, interpretation and messaging on topics related to the overall public service staffing system, policy direction, or program development.
- Provide quality assurance on products related to the overall public service staffing system on highly visible or impactful products such as those that are intended for the President, the EMC, the Meetings of the Commission, Central Agencies or the public .This responsibility includes ensuring:
- consistency with previous messaging and approved methodologies
- fitness of use and
- recommendations and contextual/cautionary notes are provided.
- Oversee the development and implementation of a data approval and dissemination protocol in collaboration with sectors.
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More Than Just It To Govern Data
The expansion of data governance roles in the enterprise reflects the reality that data consistency, accuracy, integrity and safety are no longer the province of IT alone.
This article is part of
Data governance principles and practices must be understood and implemented by both the data gatekeepers in IT and the users of the data on the business side. Data governance councils must include representatives from across business operations and IT, and they should consult regularly with the legal department for ongoing counsel on changing regulations and legal concerns related to data usage.
The broad spectrum of data governance roles prevents tunnel vision on how to govern data, according to Teradata’s Ahmad.
Often, IT will focus on security, data modeling and compliance, whereas the business will bring considerations regarding data quality, access and agility, she explained.
For instance, IT teams are integral in managing the underlying infrastructure, tools and automation to ensure that all applications are supported and that data governance policies are implemented. Business users, on the other hand, are the subject matter experts and can assign value to how data is used to meet goals and solve specific business problems, an important consideration in framing data governance programs.
Creating A Data Governance Organization
Before creating the data governance organization, its important to ensure everyone understands the scope of the data governance effort and their roles and responsibilities. A guaranteed way to stall a data governance initiative and lead the business to lose interest is to prematurely organize the management framework and then realize you need a do-over.
Be mindful of how many people are on the committees. Often, the more people on each committee, the more politics comes into play and the more watered-down governance responsibilities become. To be successful, try to limit the size of committees to between 6 and 12 people and make sure that committee members have the required decision-making authority.
Data Governance Board
Just like a corporate board of directors, the data governance boards purpose is the overall oversight across an enterprise. The members of this board need to have the responsibility and budgetary authority to sponsor data governance and commit the resources to implement it.
Data Governance Task Force
The data governance task force is the working hands-on group. Their mission is to define, implement, and enforce data and reporting governance. The groups responsibilities include:
David Plotkin, in, 2021
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The Complete Guide To Data Governance Roles And Responsibilities
If youre at the beginning of your data governance journey, one of the very first steps youll need to take is to identify who in your organization will be part of the data governance team.
Appointing the wrong people to key roles can cause the wheels to come off any well thought out initiative pretty quickly, so getting the basics right and the most effective and suitable team in place from the outset will stand you in good stead for successful data governance implementation.
In order to appoint the most appropriate people to these roles, it is important to understand what they involve and what their responsibilities will be. These are the data governance roles and responsibilities.
Grow Up Kid: The Maturity Model
Measuring your organization up against a data governance maturity model can be a very useful element in making the roadmap and communicating the as-is and to-be part of the data governance initiative and the context for deploying a data governance framework.
One example of such a maturity model is the Enterprise Information Management maturity model from Gartner, the analyst firm:
Figure 2.
Most organizations will before embarking on a data governance program find themselves in the lower phases of such a model.
Phase 0 Unaware: This might be in the unaware phase, which often will mean that you may be more or less alone in your organization with your ideas about how data governance can enable better business outcomes. In that phase you might have a vision for what is required but need to focus on much humbler things as convincing the right people in the business and IT on smaller goals around awareness and small wins.
Phase 1 Aware: In the aware phase where lack of ownership and sponsorship is recognized and the need for policies and standards is acknowledged there is room for launching a tailored data governance framework addressing obvious pain points within your organization.
Phases 4 and 5 Managed & Effective: By reaching the managed and effective phases your data governance framework will be an integrated part of doing business.
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